[The function of connection in Change]

by

Acknowledgement

Iwould take this opening to express gratitude my study supervisor, family and associates for their support and guidance without which this study would not have been possible.

DECLARATION

I, [type your full first titles and last name here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not before been submitted for learned written test towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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Abstract

This study aims to examine correlation between use and evaluation of communication management on one hand and positive and negative responses of the planned organizational change on other hand.

Study was conducted among employees of the Dutch subsidiary of the large international organization that had survived the recent change in organization expected. In the survey, respondents were asked to report their views on organizational change at time of study, and retrospectively report on their views on organizational change in introduction of organizational change.

It was found that positive responses to organizational change planned increase and decrease of negative responses at right time of organizational change. In addition, survivors were ambivalent in their attitude to organizational change, as there was positive response along with negatives. With regard to role of management communication was found that satisfaction with management communication is more strongly associated with responses to organizational change as survivors who are satisfied with results of high-end communication management in positive responses and low in negative responses.

Study will have methodological limitations, employing the single point of measurement.

This work is the source for professionals in field of communication management and results may lead them to focus on maximizing employee satisfaction with management communication as communication component is more strongly associated with response to organizational change.

This paper provides empirical evidence of value of management communication for survivors of organizational change processes.

Table of Contents

ABSTRACT1

CHAPTER I: INTRODUCTION3

Introduction3

Aim of Study4

Purpose of Study4

Background5

Research Questions10

CHAPTER II: LITERATURE REVIEW11

Identifying key factors involved in organisational survival and growth11

Understand concepts of change management and internal communication12

Change Management12

The need for productive communication26

CHAPTER III: METHODS34

Subjects34

Instrument34

Interviews35

CHAPTER IV: RESULTS& DISCUSSION37

Results37

Discussion39

CHAPTER V: CONCLUSION43

REFERENCES46

APPENDIX58

List of items58

The Role of connection in Change

Chapter I: Introduction

Introduction

Understanding how to communicate the change in organization is one of challenges for researchers in organizational communication for new century (Jones et al., 2004). In his recent literature review found that despite centrality of communication during process of change is recognized, surprisingly little empirical research has been undertaken to assess its real role (Jones et al., 2004, p . 736). Little research examines organizational change and more attention should be paid to ways employees perceive, speak, and manage change in their work (p. 737).

Momentum of longitudinal research is often emphasized in order to study underlying dynamics (application of) change in organization as the process (Armenakis and Bedeian, 1999, Klein 1996). Studies on implementation process often referred to Lewin (1947), that theory of the three-stage model of change, involving unfreezing, movement / change and refreeze. This model was discussed extensively (Burnes, 2004a, ...